Change Management Stages

Change Management StagesChange Management StagesChange is a complex process. You must consider many issues when approaching an opportunity to change. The need forchange managementskills is a constant in the quickly changing world of organizations. The following six-stage model of change will assist you to understand change and to make changes in your work unit, department, or company effectively. The model also helps you understand the role of the change agent, the person or group that is taking primary responsibility for the accomplishment of the desired changes. An organization must complete each of the steps in the model for changes to effectively transpire. However, completion of the steps may occur in a somewhat different order than appears here. In some situations, the boundaries between the stages are unclear. What Affects Change Management? Organizational characteristics such as the level of employee involvement and empowerment affect how changes proceed. Units that desir e and/or have experience with a greater degree of people involvement can bring people willingly into the change process at an earlier stage. Characteristics of the changes such as size and scope, also affect the change process. Large changes require mora planning. Changes that involve a total organization will require more planningand the involvement of more people than making changes in a single department. Changes that have widespread support are easier to implement. Changes that employees view as a gain rather than as a loss are also easier to implement. When you take the right steps, involve the appropriate people, and tend to the potential impacts of change, resistance to change is reduced. These change management steps will help your organization make necessary and desired changes. Lets start with a favorite quote about change Change is hard because people overestimate the value of what they have- and underestimate the value of what they may gain by giving it up. Belasco Sta yer Make sense? Fit your experience? Now, on with the change management stages. Change Management Stages These change management stages will assist you to approach change in your organization in a systematic manner that will help you effectively implement the change. Stage 1 Initiation In this stage, one or more people in the organization realize the need for change. There is a nagging feeling that something is not right. This awareness can come from many sources, both inside and outside of the organization. It can also occur at any level in the organization. The people who are most familiar with the work often have the most accurate perceptions about the need for change. Organization members may experience the need to change by viewing other organizations, benchmarking, or bringing in new senior leaders with experience in other organizations. In large organizations, sometimes changes are imposed from outside of the immediate work unit. And, any size company may need to change b ecause of changing customer needs. Stage 2 Investigation In this stage, people in the organization begin to investigate options for change. They begin to create a vision or picture of what the organization could look like after the changes. They should also determine, at this stage, the readiness of the organization to change. Stage 3 Intention In this stage, the change agents in the organization decide upon the course of change. They create the vision of where the organization should be and could be in the future. Planning and definition of major strategies occur during this stage of the change process. Recognition that change always requires a change in the organizations culture is important. Stage 4 Introduction In this stage, the organization begins the changes. The organization must have goals for the change and strategies for reaching those goals. This is the stage where personal reactions are more likely to occur. Leaders must begin the change by changing. Leaders and other c hange agents must establish clear expectations for changes. Involve as many of the employees in the organization as possible in initiating and implementing the change plan. Stage 5 Implementation In this stage, the change is managed and moves forward. Recognize that all will not go perfectly. Change always takes longer than anticipated. Change activities are ignored as employees tackle their day-to-day responsibilities. Maintain constancy of purpose. The organizational systems must be redesigned to support the change. Provide recognition and rewards (positive consequences) for people who exhibit the changed behaviors. Fire people who dont participate in and support the changes sooner rather than allowing them to remain and poison your progress. One Vice President at a client company said that his biggest mistake when he was trying to transform his workplace was to allow non-supportive managers to stay 18 months. He should have fired them much sooner was his conclusion. Stage 6 integ ralrechnung In this stage, the changes become the norm and are fully adopted. This may not happen for 18 months after changes are initiated. A total organization can take 2-8 years. When the changes have been successfully integrated into your organization, a new employee would not realize that the organization had changed. Follow these stages to implement changes, even organizational transformation, to ensure that the changes you want to implement are successfully integrated into the fabric of your organization.

Snubbing the U.S. for zeros and gyros

Snubbing the U.S. for zeros and gyrosSnubbing the U.S. for zeros and gyrosPro sports superagent Lon Babby has carved out a reliable niche in our Williams Connolly profiles for his diplomatic efforts to keep such talent as Tim Duncan and Chris Young grinning over their green (though were positive Babby doesnt want his cash cows in this predicament). Babbys latest move, though, has NBA GMs trembling over something far more ominous than a blustery holdout threat Budding Atlanta Hawks wingman (and Oscar Gamble progeny) Josh Childress became the first legitimate NBA player to bolt for Europe after Greeces Olympiakos CFP threw $20 million and three years at him, with housing, transportation and an annual opt-out vorkaufsrecht tossed in for good measure. Babby and fellow WC partner Jim Tanner reportedly looked Across the Pond when Atlanta wouldnt sweeten its initial offer of a tad less than $6 million per year. Childress can now prepare for his kings welcome as the centerpiece of one of Gr eeces premier teams, while the Hawks are left wondering how they let their former sixth man pull a reverse Beckhamand if this is indicative of things to come. More perspective on the deals potential ramifications here (published pre-signing). -posted by ben

Overview of the Army Fraternization Policy

Overview of the Army Fraternization PolicyOverview of the Army Fraternization PolicyThe Army- and all branches of the military- maintain specific rules about fraternizing. The policy has been updated in throughout the years to reflect and better define acceptable and unacceptable relationships. The goal is elend to discourage soldiers from having any interpersonal relationships, or to prevent team-building among units, but to avoid unfair treatment and the appearance of unfair treatment between an officer or NCO and his subordinates. Part of the challenge of writing and understanding the Armys policy is that fraternizing is sometimes used to mean an inappropriate or prohibited relationship when all three are different. Relationships to Avoid in the Army Essentially the rules seek to prevent inappropriate relationships between higher-ranking personnel and their subordinates. Relationships of the same and opposite genders are prohibited if they fall into any of the following catego ries Compromise, or appear to compromise, the integrity of supervisory authority or the chain of commandCause actual or perceived partiality or unfairnessInvolve, or appear to involve, the improper use of rank or stelle for personal gainAre, or are perceived to be, exploitative or coercive in natureCreate an actual or clearly predictable adverse impact on discipline, authority, morale or the ability of the command to accomplish its mission Such relationships dont have to be sexual in nature to be prohibited. For instance, if an officer is spending more time with one of his subordinates than others, the appearance of favoritism could certainly arise. And an officer who spends time with subordinates in social settings, or who calls subordinates by their first names, for example, may bring his authority or fairness into question. Other Prohibited Relationships in the Army Some relationships between certain categories of soldiers, such as non-commissioned officers and enlisted perso nnel, are also prohibited under the Armys fraternization policy. These can include ongoing business relationships dating or shared living accommodations (other than those necessary to Army operations) and sexual relationships and gambling, where one soldier may end up owing another money. Such relationships were not specifically covered under the Army policy until recently but were considered unwritten rules. Business Among Troops And there are some situations where the above rules dont apply. For instance, the business relationships clause doesnt apply to a landlord-tenant relationship, and one-time transactions like the sale of a car from one soldier to another are allowed. But the borrowing or lending of money and ongoing business relationships are not allowed among soldiers and NCOs. Soldiers who are married prior to joining the military are exempted from the anti-fraternization policy as well. Also, any relationship between permanent party training personnel and soldiers no t required by the training mission is prohibited. Army recruiters are also prohibited from having personal relationships with potential recruits. Consequences of Violating Fraternization Policies Commanders who discover violations of fraternization policy must choose the appropriate punishment. It may include counseling, reprimand, an order to cease, reassignment for one or both of the soldiers involved, administrative action or adverse action. More serious consequences could includenonjudicial punishment, separation, barring reenlistment, denial of a promotion, demotion, and even a court-martial. The best course of action for any Army personnel whos unsure of the specifics of the fraternization policy is to ask. Ideally, a soldier would consult a superior officer or a member of the staff judge advocate legal assistance team before engaging in a relationship that might be against the rules.